Harvard Business Review

OCTOBER 15, 2013

The best executives understand which ones they need to focus on and which ones they can delegate. While the obvious decisions that CEOs need to get right involve strategy and competitive advantage, too many executives delegate away three critical decisions that they need to own: decisions about goals, resource allocation, and people.

P&L 8

P&L Fixed Assets Charan Delegation 8

Deming Institute

JANUARY 30, 2017

It’s often not much more complicated than studying the patient’s needs, studying the work, and respecting and engaging team members to have a say in how processes, technology, and spaces are designed and utilized. The use of random Lean tools isn’t transforming any health system.

Deming 28

Deming Kaizen System Quality 28

Harvard Business Review

NOVEMBER 18, 2013

David Carr, at The New York Times , summarized the industry’s precarious position as follows: “Producing serious news is an expensive enterprise with a beleaguered business model, one that remains tied to the tracks as a locomotive of splintered audiences and declining advertising hurtles toward it.” ( The New York Times ; October 20, 2013).

Price 10

Price Content Reputation Advertising 10

Harvard Business Review

MAY 15, 2014

s Co-operative Bank in June 2013. One section highlights the problems the bank encountered as it attempted to replace its core banking systems, a program that was cancelled in 2013 at a cost of almost £300 million. that has both organizational and technological components. This question also cannot be delegated to the CIO.

Banking 8

Banking Project Enterprise Architecture CIO 8

Harvard Business Review

JUNE 10, 2014

One representative example: April’s Education Innovation Summit , where more than 2,000 people energetically discussed how technology and markets are charting the future of education globally. The transformation in education technology and markets is happening with the business leaders and money-men of higher education barely present.

Real Estate 8

Real Estate Education Disruptive Innovation Asset Management 8

Harvard Business Review

DECEMBER 31, 2015

Technological innovations have led to round-the-clock work schedules and mounting expectations. High achievers, Grant argues in his 2013 book Give and Take , tend to be Givers — those who enjoy helping others without strings attached. In recent years, work has become infinitely more complex. Help others strategically.

Productivity 8

Productivity Products Tips Resistance 8

Harvard Business Review

SEPTEMBER 23, 2013

Unfortunately, health care as an industry continues hiring far faster than demand is growing, adding 119,000 new workers in the first half of 2013, for example, with little increase in patient volume. Fortunately, we anticipate demand for health care to grow in 2014, so to the extent that jobs are not added, productivity gains are possible.

Health Care 8

Health Care Supply Chain Compliance Cost 8

Harvard Business Review

DECEMBER 22, 2014

In June 2013, Dallas-based Mary Kay exited from India after six years and over $20 million invested. In India’s class-conscious culture, such a person might struggle at having to personally perform tasks that they routinely delegated two or three layers down. But it won’t be “India’s fault,” in our view.

Venture Capitalist 11

Venture Capitalist Price Marketing Learning-by-Doing 11

Harvard Business Review

MAY 15, 2015

In Lean In , her 2013 manifesto about how women need to forge ahead professionally, Sandberg credited her husband, David Goldberg, for providing the support she needed to thrive professionally. I delegated, I simplified everything, and I leveraged IT. It’s a transition Sophie Vandebroek knows all too well.

Chief Technology Officer 8

Chief Technology Officer Travel Chief Operating Officer Long-term 8

Great Leadership By Dan

MAY 29, 2014

the environmental crisis, increased individualism and value pluralism, digitization, demographic change and technological convergence. Old dogs need to learn new tricks To be agile, leaders must accept new technologies they do not always understand and cannot control. It’s no longer lonely at the top. It can’t be.

Leadership 244

Leadership Globalization Maturity Agility 244

Harvard Business Review

JUNE 5, 2015

The dominant dismal view is that rapid technological innovation has been gobbling up jobs faster than it is creating them. Technological change is causally connected to the stagnation of median income and the growth of inequality in the United States. Why do I subscribe to Nordfors’ and Kauffman’s visions?

Drucker 8

Drucker Technology Efficiency Rogers 8